CRISIS COMMUNICATIONS PLAN
ABSTRACT:
This document has been created to assist the clinicians of the Lake Whatcom
Treatment Center, specifically the offices located on North Shore Drive. The CCP is
intended to assist LWC clinicians in handling a crisis in the community.
Marisa Schoeppach, Com562 (Spring 2015)
Approved 4/16/2015 - Last update: 4/16/2015
CCP COM562 Final | Schoeppach
CONTENTS
Introduction………………………………………………………………………………………………………………………………3
Background.………………………………………………………………………………………………………………………3
Mission………………………………………………………………………………………………………………………………………4
Vision…………………….………………………………………………………………………….………………………………4
Identity…………………..…………………………………………………………………………………………………………4
Culture…….…………….………………………………………………………………………………………………………….4
Image……………….………………………….………………………………………………………………………..………….4
Number of Locations…………..………….………………………………………………….....………………………4-5
Pre-Crisis………………………………………………………………………………......………………………………………..…5-6
Crisis Scenario…………………………………………………………………………………………………………….…….6
Initial Phase………………….…………………………………………………………….……………………………….…6-7
Determine Communication Response……………………………………………………………………………6-7
Magnitude………………………………………………..…………….……………………………………………………....7
Spokesperson…...……………………………………………………….…………………………..……………………….7
Emergency Action……………………....……………………………………………….………………………………….8
Coordinate Messaging…………………….………………………………………….……………………………………8
Commit to Stakeholders………………………………………….………………….………………………………..….8
Maintenance Phase………………………………………………………………........………………………………….9
Background Information……....………………………………………………………….……………………….…….9
Assess Stakeholders…………………………………………………………………….………......……………………..9
Resolution Phase………………………………………………………………………………………………………….…..9
Crisis Locations…………………………………..……………………………………………………………………………………10
Potential Resources…………………………………………………………………………………………………………10
Crisis Clusters…………………………………………………………………………………………………………….……….11-13
Stakeholder List………………………………………………………………………………………………………….………14-17
Emotional Responses………………………………………………………………………………………………….…..…18-20
Crisis Messaging…………………………………………………………………………………..……………………..…..…21-22
Media Contacts……………………………………………………………………………………………………….…………23-24
Press Release………………………………………………………………………………………………………..…….…..………25
Press Example………………….……………………………………………………………………………..………………26
Press Example (paragraphs)…………………………………………………………………………………………….27
Social Media……………………………………………………………………………………………………………………….28-29
Staff Directory……………………………………………………………………………………………………………………30-33
2|P a g e
CCP COM562 Final | Schoeppach
INTRODUCTION
Lake Whatcom Residential and Treatment Center was established in 1968 as a non-profit,
501(C)(3) organization in Whatcom County, under the name Blue Canyon Foundation. In the
early 70’s, our focus shifted from retardation and elderly care to mental health. In 1980, we
moved closer to Bellingham and changed our name to Lake Whatcom Residential and
Treatment Center - Lake Whatcom Center (LWC) for short.
Lake Whatcom Treatment and Rehabilitation Center is a grassroots foundation that aims to
rehabilitate and reintegrate members of LWC’s clients back into society. Although most clients
will be pleasant to work with, there may be times when a client decompensates and their
actions may result in a crisis situation. Clinicians working with this specific population may be
accused of mistreatment due to a client being symptomatic, or neglected by clinicians. LWC
also recognizes that a variety of situations could be classified as a ‘crisis.’ The intention of the
crisis communications plan for LWC is to help organize communications between LWC and all
local resources LWC utilizes. In addition, information is set in place to properly monitor and
respond to all media channels. LWC understands no matter the level of functioning, the client
possesses the ability to experience a relapse of psychotic symptoms which can result in a crisis
situation.
LWC may define a crisis as any client failing to follow medication compliance that leads to
decompensation, failure to follow treatment plan, failure to work with the assigned clinician,
and acting out due to a severe increase of psychotic symptoms. The client may be engaging in
any form of criminal activity, and extensive abuse of legal (e.g. alcohol, marijuana in WA State)
and illegal substances. The client may experience psychological/substance abuse relapse, or
severe medication changes that change the baseline of the client, and causes them to act out.
Background Information:
LWC excels in understanding and providing levels of service based on assessing the client’s
current baseline and historical reports of participating in recovery efforts. Services are
provided to meet individual needs and incorporate natural supports. Working for Lake
Whatcom Treatment Center as a clinician includes dealing with the
Schizophrenic/Schizoaffective population during times of crisis and decompensation. The main
office is designed to be an open space to foster teamwork and help clients feel comfortable
when visiting. This office is also utilized as an area to meet with clients for monthly injections
from our RN staff, and meeting with our PACT Psychiatrist. Finally, the office may serve as a
designated meeting place for medication monitoring, establishing a trustworthy payee to
monitor all financial responsibilities, and tend to various other needs related to daily survival
that must be met.
3|P a g e
CCP COM562 Final | Schoeppach
MISSION & VISION STATEMENTS
Mission:
LWC’s purpose is to provide residential care and community outpatient mental health programs
and treatment in a psycho-social rehabilitation model for chronically mentally ill adults to
facilitate their achieving and maintaining an optimal level of independence, health, and
fulfillment. LWC aims to promote self-efficacy and preserve client’s rights.
Vision:
To serve the chronically mentally ill population with a sense of respect, dignity, and compassion
by using a client-centered approach within the psycho-social model.
Identity:


The public views LWC as a multi-functional, non-profit treatment center that provides a
number of services. Support is meant to promote stability, and move mentally ill
members of the community towards integration, self-efficacy, become an advocate for
their needs, and foster and maintain independence.
We are an agency that takes client’s downfalls and setbacks into consideration and
always work from a client-focused treatment plan.
Culture:






Strive for client’s independence
Respect all client’s and appreciate diversity
Integrate clients into the community and maintain their stability
Respect all fellow employees and assist in other departments when available
Maintain and monitor stability, and adjust treatment plans as needed to reflect the
client’s progress
Ensure activities, potential employment, housing, and other services match the client’s
needs and abilities as best as possible
Image:



LWC’s clients are always being kept busy
LWC’s staff is friendly, helpful, compassionate, respectful, and knowledgeable
LWC’s different locations and offices ensure more clients are being supported with their
needs – depending on their assessments
Number of Locations:

LWC Boarding Home
o All live-in residents and those that are close to transitioning in community
 RN & LPN
 Psychiatrist
 Medications and general/mental health
 BH clinicians
4|P a g e
CCP COM562 Final | Schoeppach



 Case management
 Kitchen staff
 Janitorial staff
LWC Main office
o Community case managers
o Community RN, LPN, Psychiatrist, and DR (PCP)
 Medications and general/mental health
o Community private payee
 Assistance with budgeting and housing support:
 Rent, utilities, bus passes, groceries, etc…
o Community housing
o CEO & CO-CEO offices
LWC Strip of offices (next to main office)
o IOP (Intensive Outpatient Program)
 Case management, vocational support (limited), housing, ADL, peer
support (limited)
o PACT (Program for Assertive Community Treatment)
 Case management, vocational support, housing, ADL, peer support
o Community
 Case management, vocational support (limited), housing, ADL, peer
support (limited)
o HR office
LWC Adult Family Home
o All clients that qualify must require extensive assistance with ADL’s (Assistance
with Activities of Daily Living) and must provide both a verbal and written
agreement to live there, and receive services
5|P a g e
CCP COM562 Final | Schoeppach
PRE-CRISIS:
LWC recognizes how simple medication changes, changes in the environment, and the client’s
inability to handle social challenges may result in a crisis situation. LWC employees are
cognizant of the importance of creating routines to help all clients establish healthy boundaries,
find a sense of self-worth, and become contributing members of society. In order for a clinician
to prevent a crisis from occurring, it is important to pay attention to certain signs that could
indicate a client is about to enter a crisis situation:







The client’s body language may change to indicate they are hiding something, or trying
to cover up severe psychotic symptoms
The client may become fixated on money, medications, or become extremely anxious if
asked about their ability to budget and take medications in a timely manner
The client may be engaging in criminal activity that can range from simple to severe (e.g.
stealing a candy bar or attempting to rob a gas station)
The client may increase their use of illegal and legal substances (e.g.
methamphetamines, alcohol, tobacco, marijuana, prescription drugs, or designer drugs)
The client may completely withdraw from social participation, including cutting contact
with all clinicians
The client’s sleeping and eating patterns may change (e.g. increase or decrease)
The client’s appearance may change (e.g. failing to adhere to personal hygiene
routines), or presenting with OCD-like tendencies towards their appearance (e.g.
shaving the face several times each day because any presence of stubble suggests the
client is ‘unclean.’)
Crisis Scenario (*This is a fictional case used as an example):
A decompensated client has entered the office, demanded PACT staff for medications that have
not been legally prescribed to him, and he is threatening to harm staff if his demands are not
met. There are three people present in the office. The client has become verbally and physically
aggressive; standing in the middle of the office, blocking the staff’s only exit. Trained staff are
attempting to verbally deescalate the situation. The client appears to be responding to internal
stimuli which is increasing his level of verbal and physical aggression. The second staff member
is attempting to get to a phone to call outside staff for assistance/call 911. The third staff
member is providing safety support to the first staff member.
Initial Phase:
Staff will attempt to collect information from the client while keeping a safe distance to better
determine the source of decompensation. Staff will provide one hand gesture (right hand, hold
6|P a g e
CCP COM562 Final | Schoeppach
one finger up) to signal staff to call for assistance (911, next office, all staff page). All staff will
face the client and remain in front of him.
Determine Communication Response:



If the client is willing to continue communicating:
o Call Master Health Professional (MHP) for evaluation
o Continue to calmly interact
If the client is willing to speak with family to deescalate and gain perspective:
o Call family member, allow client to speak
o Monitor behavioral responses
o Call MHP for evaluation
If the client is unwilling to comply and fails to communicate (in order):
o Call 911
o Call MHP
o Call DMHP for possible revocation
o Call family
o Send emergency ‘lock-down/do not return until all is clear’ group text to staff
Verify Magnitude:






Is the client under the influence of illegal substances or alcohol?
Is the client willing to agree to a No Harm Contract?
Will the client deescalate if he is given a prescribed PRN (As Needed medication)?
Has the client harmed anyone, or damaged any property on his way to the office?
Does this situation require WA State Mandatory Reporting?
Have all staff members involved provided ample information to help communicate the
crisis, and what might have trigged it?
Establish a Spokesperson:
An appointed PACT staff member will be asked to communicate with:







Law enforcement
Executive director
County Master Health Professional (DMHP)
Remaining PACT staff and rest of agency
Family members
Hospital
Pharmacy
7|P a g e
CCP COM562 Final | Schoeppach
Provide Emergency Action IF (how to and where to get information will be determined by
contact):



Client leaves the building
o Alert all staff with mass group text
o Notify law enforcement
o Call DMHP for assessment/revocation
Client attempts to assault staff
o Call law enforcement
o Notify executive director
Client attempts self-harm
o Call law enforcement
o Notify DMHP
o Notify MHP
Coordinate Messages with Other Organizations:




Contact County Crisis Respite Center for available bed
o Temporarily hold bed until DMHP/MHP assessment
Contact additional departments to provide external support
Contract with local hospital 1 Central Psych Unit
o Temporarily hold bed until CMHP/MHP assessment
Remain in contact with local law enforcement
Commit to Stakeholders to Continue Communication:


Send “All Staff” email to alert of situation and outcome
o Include emergency situation
o No contact information
o Trespass information
Send “ALERT” and “All Clear” text message to all clinicians in the field
o ALERT message should include:
 Person involved (Initials only due to HIPAA)
 Area of incident
 Details of incident
 Immediate directions
 Contact information
 Directions to proceed or return to the office
o ALL CLEAR message should include:
 Person involved (use initials): Have they been detained or revoked?
8|P a g e
CCP COM562 Final | Schoeppach



If anyone else is in need of assistance
If the Clinician is needed back at the office to write up an affidavit or
provide a statement to law enforcement
EXAMPLES:
o ALERT: LS at Sunset Apt. threatening roommate with knife. Law enforcement (LE)
dispatched. Clear surrounding area and do not engage the client until LE arrives.
o ALL CLEAR: LS has been detained, being taken to St. Joe’s for psych eval.
Roommate assessed; stable and baseline. Clinician to return to office to fill out
required documentation. Affidavit/Crisis Alert requested.
Maintenance Phase:

Help staff, family, and Agency better understand risk of interacting with client:
o Inform staff of details of initial incident
o Provide history of behavioral and mental health challenges
o Provide extensive personal safety training to staff as refresher
o Educate family regarding safety rules, self-safety, and refusing to supply the
client with money or other resources that could assist in self-harm, or elopement
Provide Background Information:

Safety information and policies will be gathered and stored in a binder for all employees
to access:
o Personal safety
o Agency safety
o Crisis Alert information
 How to write a crisis alert
o Office lock-down procedures
Assess Stakeholder and Agency Feedback and Make Appropriate Corrections:

Continue to send update and progress emails to all stakeholders, families, staff, regional
directors, and regional data collectors
Resolution Phase:

Examine problems and mishaps, reinforce what worked, and address what failed:
o What worked?
o What didn’t work?
o Why did the client decompensate?
o Would more staff been appropriate or too much?
9|P a g e
CCP COM562 Final | Schoeppach
CRISIS LOCATIONS
Since clients of LWC can reside almost anywhere in Whatcom County, it is important for
clinicians to know where all clients reside and which resources are close by.
Client Housing:
Sunset Apartments (Approx. 100 residents): 1803 Sunset Drive
Bellingham, WA 98226
Racine Apartments (Approx. 42 residents): 3126 Racine Street
Bellingham, WA 98226
Lincoln Square (Approx. 26 residents): 409 York St
Bellingham, WA 98226
Washington Square (Approx. 16 residents): 2501 E. Street
Bellingham, WA 98225
Chuckanut Square (Approx. 30 residents): 1400 12th Street
Bellingham, WA 98225
**Residents that have private housing, live with relatives/guardians, accept HUD, or Section 8
will be listed in a separate file to maintain HIPAA Law. This list is kept in the PACT office and
maintained by the Program Assistant, Jaime Carnell. Should you require access to this
document, your standard AB key will unlock the cabinet.
Potential Resources:
Bellingham Police Department: 505 Grand Avenue
Bellingham, WA 98225
PH: 360.778.8800
Whatcom County Detox (Crisis Respite): 2030 Division St.
Bellingham, WA 98226
PH: 360.676.2020
North Sound Mental Health Administration: 117 N. 1st. Street
Mt. Vernon, WA 98247
PH: 360.416.7013
10 | P a g e
CCP COM562 Final | Schoeppach
CRISIS CLUSTERS
The staff members of Lake Whatcom Residential and Treatment Center (LWC) are dedicated to
meeting the various needs of the mentally ill population to help establish and maintain stability
within the community. LWC has earned the reputation of being flexible with clients while
adhering to strict Washington Administrative Codes (WACs). LWC is known for advocating for
all client’s needs, adhering to medication routines, and guiding the client to gain needed
resources to establish themselves within the community. Reports from the region indicate
LWC’s approach to serve clients is firmly rooted in the psycho-social model, while producing
timely cycles for new intakes and potential graduates of the various client-centered programs
offered.
In order for LWC to maintain a highly respected reputation, all current and potential crises must
be adequately planned for, and tended to in a timely manner. If LWC fails to properly handle a
given crisis, or group of crises (since more than one department is dealing with different groups
of clients and needs), the clients, stakeholders, and WA State WAC Representatives will
negatively respond. Therefore, LWC is dedicated to closely observing client’s needs and
monitoring client’s potential decompensation to prevent a public crisis, or a crisis at the office
from fully developing. In order to properly handle a crisis, LWC must determine if the crisis is an
isolated incident, or a concerning crisis:


An isolated incident could be considered a one-time outburst or degree of
decompensation that causes the client to temporarily react in an unacceptable manner:
o Outbursts of anger and/or physical flailing
o Self-harm of any kind, including suicidal ideations/attempted suicide
o Making calculated threats towards members of the community
o Destroying personal and/or public property
o Making superficial threats to harm the self or members of the community
A crisis could be considered an incident (one-time or not) that includes the client,
members of the public, and clinicians from LWC (or employees of outsourced agencies):
o Any severe crisis would require LWC to properly inform the public of the
situation and what is being done to control/dissolve the situation
o Extra support from different departments within LWC could be called in to assist
the crisis and individuals involved
o Extra safety measures to ensure all parties are safe would be increased
When taking a victim crisis into consideration, no matter the parties involved, LWC recognizes
the importance of keeping the clients calm while contacting the proper authorities first (e.g. law
enforcement, DMHP, LWC MHP). Depending on the location of the crisis, LWC can rely on a
number of outsourced assistance to help regain control of a crisis. Also, regardless of the type
11 | P a g e
CCP COM562 Final | Schoeppach
of victim situation, LWC employees are required to carry cell-phones and have the ability to
send mass texts to other employees to assist, call for help, and secure all medications/injections
(IMs).
Potential actions to gain external control include:





Contacting law enforcement to help secure a situation or area of concern
Requesting an DMHP consult to revoke a client and have them legally detained for
psychological evaluation
Allowing family members to assist LWC where appropriate, and only if safe to do so
Communicating with local media to pass important information to the public regarding
personal safety, location of crisis, and provide updates as needed
Provide safety tips to the public, offer contact numbers if a client is seen or causing
problems, and offer additional support once LWC has controlled and deescalated the
crisis.
In the event of an accidental cluster, such as a crisis related to a major flaw in the main
computer system, the main phone system, or a recall related to a flawed medication that a
large percentage of the clients are prescribed, LWC has placed emergency services in place to
help the client’s maintain stability while order is re-established. LWC can apologize to
stakeholders and clients. However, their main concern will be to protect private information
(HIPAA), acquire lab tests to measure client’s blood levels to protect against dangerous toxins,
or potentially fatal side effects. As these potential crises unfold, LWC’s tech support and region
would be contacted to assist with re-establishing order and safety.
Finally, preventable clusters may include controlling medication errors, ensuring all LWC
employees remain drug-free and avoid legal troubles, ensuring all employees have kept up on
their Continuing Education Credits (approximately 12 CE’s required per calendar year), avoiding
potential financial exploitation, applying strict rules for those that use company vehicles,
measuring the success of all plans and budgets approved by the executive and co-executive
directors, and regularly auditing all policies and procedures for LWC. When taking these
potential preventable clusters into mind, LWC would have to recognize the importance of
revising policies and procedures as necessary, re-submitting background checks for employees,
keeping stakeholders informed, and enforcing disciplinary actions/launching appropriate
investigations when required.
Therefore, when taking any potential crisis into consideration, LWC will always remain calm and
contact the appropriate channels to report the current situation. LWC will pay attention to
which departments are involved, what additional assistance is needed, how LWC can control
the crisis for future planning, and the message LWC will deliver to the public if required. Once
12 | P a g e
CCP COM562 Final | Schoeppach
all required actions have been actualized, the public and stakeholders will continue to receive
informational, updated messages from LWC as needed.
In the event that LWC is required to address the public, the following guidelines would be
followed:







Only inform the public of the basic facts without violating HIPAA laws
Provide details to the public regarding the location of the crisis/incident
o Establish parameters to help keep members of the community away from the
crisis area until further notice
Reveal the resources LWC has called upon to help control the crisis in question
Provide updates as they arrive to LWC representatives
Offer details and suggestions to report suspicious activity and help LWC gain control of a
potential crisis
Present current and future plans to review policies to keep clients and the public safe
Extend support to the public to provide Mental Health Awareness education and grief
counseling (where applicable)
13 | P a g e
CCP COM562 Final | Schoeppach
STAKEHOLDER’S LIST
STAKEHOLDER
DESCRIPTION
METHOD OF CONTACT
USER/CONSUMER
CLIENTS
SECONDARY SUPPORT
GROUPS
Anyone that is approved to utilize
LWC services
Phone, Internet, In-office
visit, Second party
referral (e.g. Western
State Hospital, 1 Central,
or another psych facility)
Volunteers of America (VOA),
Whatcom Housing Authority, Outpatient psych clinics, DMHP,
Opportunity Council, DSHS/SSI/SSDI,
and Northwest Regional Council
(NWRC), family of clients
Phone, Internet, or Inoffice visit
VESTED INTEREST
LAKE WHATCOM
CENTER (LWC)
All locations: Boarding home, outpatient offices, Adult Family Homes
(ALFs), apartment buildings, and
duplexes
Phone, Internet, or email
DSHS
Disability services and social support
services (food, medical, housing, and
financial support)
Phone, Internet
Financial support – this service can
also qualify someone for Medicaid
services
Phone, Internet
Collects reports of progress,
inventories clients, offers support,
provides feedback, sets standards and
rules for LWC to abide by
Phone, Internet, email
May provide co-pays, offer historical
reports of a client’s background,
report on known patterns, and offer
family structure
Phone, email, face-toface contact
SSI/SSDI
NSMHA (REGIONAL
SUPPORT)
FAMILY MEMBERS OF
CLIENTS
EMPLOYEES OF LWC BY
DEPARTMENT
ADMINISTRATION
14 | P a g e
CCP COM562 Final | Schoeppach
CEO for LWC
Mike Watson
Email, phone
CEO for LWC
Jenny Billings
Email, phone
ADMINISTRATIVE
CONSULTANT
Rick Dudley
Email, phone
QM/HR PROGRAM
DIRECTOR
Kay Burbridge
Email, phone
Judy Jones
Email, phone
Q/HR SPECIALIST
BOARDING HOME
BOARDING HOME
CLINICAL SUPERVISOR
Toni Lyons
Email, phone
COMMUNITY CASE MANAGEMENT
COMMUNITY CASE
MANAGEMENT
ADMISSIONS
Tawna Thomas
Email, phone
Naomi Crook
Email, phone
OUTPATIENT THERAPIST Erik Bracht
Email, phone
EMPLOYMENT SERVICES
EMPLOYMENT
SPECIALIST
Ed McMeel
EMPLOYMENT SERVICES Hannah Moore
COORDINATOR
Email, phone
Email, phone
INTENSIVE OUTPATIENT PROGRAM
(IOP)
INTENSIVE SERVICES
SUPERVISOR
Emily Craig
Email, phone
REHAB SPECIALIST
Nina Lametterey
Email, phone
IOP REHAB SPECIALIST
Shannon Courney
Email, phone
PROGRAM FOR ASSERTIVE
COMMUNITY TREATMENT (PACT)
PACT TEAM LEADER
PROGRAM ASSISTANT
PACT MHP
Sierra Farr
By appointment, email,
phone
Jaime Carnell
By appointment, email,
phone
Jeremy Walters
By appointment, email,
phone
15 | P a g e
CCP COM562 Final | Schoeppach
PACT MHP
Thomas Brown
By appointment, email,
phone
PACT MHP/CD
SPECIALIST
Fred Pulphus
By appointment, email,
phone
PACT MHP/RN
Tom Olmsted
By appointment, email,
phone
Megan Herbert
By appointment, email,
phone
PACT RN
Danielle Feathers
By appointment, email,
phone
PACT RN
Jennifer Caudle
By appointment, email,
phone
PACT CLINICIAN (CASE
MANAGER)
Andrea Watkins
By appointment, email,
phone
PACT CLINICIAN (CASE
MANAGER)
Marisa Schoeppach
By appointment, email,
phone
PACT PEER SPECIALIST
MEDICAL SERVICES
ARNP
Angela Belcaster
By appointment, in
person, phone, email
MD
Mel Chandler
By appointment, in
person, phone, email
MD
Karen Young
By appointment, in
person, phone, email
Julia Healy
By appointment, in
person, phone, email
Marta Gallegos
By appointment, in
person, phone, email
RESIDENTIAL LPN
MEDICAL LPN
SUPPORT SERVICES
Maintenance
Assistant Maintenance
Apartment
Maintenance
Ron “Doc” Smith
Email, phone
Rodney Lund
Email, phone
Mike Spain
Email, phone
BUSINESS OFFICE
ADMINISTRATIVE
SUPERVISOR
Stephanie Zapien
Email, phone
16 | P a g e
CCP COM562 Final | Schoeppach
PAYEE/HOUSING
SPECIALIST
Tannis Peura
Email, phone
TRANSCRIPTIONIST
Mary Terry
Email, phone
OFFICE ASSISTANT
Darcey Zapien
Email, phone
Lisa Benson
Email, phone
OFFICE
ASSISTANT/FACILITIES
FLOATER
EMERGENCY CONTACTS THAT AID
CLIENTS AND LWC
LAW ENFORCEMENT
(LE)
BELLINGHAM POLICE DEPARTMENT
Phone
BELLINGHAM FIRE DISTRICT
Phone
AMBULANCE
BELLINGHAM EMT
Phone
POISON CONTROL
WA STATE HOTLINE
Phone
DMHP
COUNTY REPRESENTATIVE
Phone
DSHS
APPOINTED REPRESENTATIVE
Phone
SSI/SSDI
APPOINTED REPRESENTATIVE
Phone
VOLUNTEERS OF
AMERICA
APPOINTED REPRESENTATIVE
Phone
CRISIS RESPITE
APPOINTED REPRESENTATIVE
Phone
ST. JOSEPH HOSPITAL
APPOINTED REPRESENTATIVE
Phone
1 CENTRAL (PSYCH UNIT APPOINTED REPRESENTATIVE
AT ST. JOE’S)
Phone
FIRE
SECU UNIT (HOLDING
UNIT AT ST. JOE’S)
APPOINTED REPRESENTATIVE
Phone
WESTERN STATE
HOSPITAL
APPOINTED REPRESENTATIVE
Phone
COMPASS HEALTH
APPOINTED REPRESENTATIVE
Phone
MANDATORY
REPORTING HOTLINE
APPOINTED REPRESENTATIVE
Phone
NSMHA
APPOINTED REPRESENTATIVE
Phone
17 | P a g e
CCP COM562 Final | Schoeppach
LWC EMOTIONAL RESPONSES
Lake Whatcom Treatment Center takes all potential and real crises very seriously. Due to the
specific population LWC serves, the chart below has been created to help indicate human
factors to assist all clinicians participating in crises. Below, a list of emotional responses,
potential indicators, and potential causes have been identified to help clinicians better assess
their client’s emotional responses. Although each category has been created as a separate
subject, it is possible for client’s to present combinations of emotional responses. As crises
progress, a client’s emotional response may evolve as well.
EMOTIONAL RESPONSE:
ANGER
FEAR
DISTRUST
GRIEF
DEPRESSION
HYPO-MANIA
POTENTIAL INDICATORS:
POTENTIAL CAUSES:
Verbally aggressive,
threatening body language,
thrashing
Projection or reaction caused
by failure to understand a
crisis
Refusal to perform when
asked, failure to try, tends to
hide, refuses to follow case
manager’s direction
Misunderstanding the crisis,
fails to make contact with
case manager, cannot secure
assistance alone
Unwilling to self-report,
failure to follow direction
when example given,
delusional beliefs and
paranoia that distract the
client
Delusions have increased,
paranoid diagnosis,
misinformed during a crisis,
failure to adhere to a specific
standard/belief
Uncontrolled outbursts of
anger/sadness, socially
withdraws, increased
depression, lack of direction
(feeling lost due to loss)
Loss of a loved one or level of
independence, loss of
housing, inability to process
details of a crisis
Loss of motivation, unwilling
to follow direction, fails to
see the point of actualizing a
plan, unwilling to participate
in a group setting to obtain
safety/security
Loss of emotional response,
sleeping instead of
participating, failing to
participate in general during
a crisis situation
Less severe form of mania:
Bi-polar cycling that may
increase cooperation efforts,
absorbs directions easily,
willing to assist others, will
ask about other ways to help
May appear happy, eager to
help, willing to positively
respond to a plan,
inspirational to others
18 | P a g e
CCP COM562 Final | Schoeppach
Severe form of mania:
HYPER-MANIA
PTSD
DECOMPENSATION
DENIAL
SHOCK
CONFUSION
Rapid thoughts that may
decrease the ability to
concentrate, extreme
laughter, outbursts of anger,
overwhelming sense of fear,
feels trapped
Bi-polar cycling that may
rapidly transform one’s
ability to problem solve,
follow direction, participate,
and safely act/react during a
crisis
Inability to act/react due to
overwhelming recall,
potential outbursts of anger
and fear, lack of ability to
recognize the past vs. the
present
Current crisis may trigger
PTSD symptoms of past
experiences, failure to
control emotions, failure to
recognize current reality,
failure to act/react during a
crisis, failure to follow
directions due to
experiencing paralyzing fear
Noticeable decline in
cognitive and emotional
baseline, refusal of
meds/drug seeking,
grandiose ideas based in
reality, failure to comply with
basic rules, failure to thrive
*DECOMPENSATION MAY
HAVE ALREADY BEEN IN
PROGRESS PRIOR TO CRISIS
Argues with case manager
over insignificant details,
failure to act when given a
deadline, fails to recognize
severity of situation at hand
Could be a sign of
decompensation, failure to
track in the present, unable
to process degree or severity
of crisis, fails to trust case
manager’s lead
Failure to act/react, freezes
emotionally, unwilling to
respond, failure to recognize
the self or case manager, and
failure to identify safety vs.
danger
May appear unanimated,
may refuse medications,
reports grandiose fears,
inability to process current
situation, failure to process
severity of a situation
Unable to self-report, unable
to find assistance/call for
help, unable to recognize
case manager, possibly
Inability to process situation,
Crisis may have caused initial
shock that led to confusion,
cognitive disability already
Failure to track, may future
cast, possible increased
delusions, auditory/visual
hallucinations, increased
paranoia, possibly attempt
self-harm during a crisis
19 | P a g e
CCP COM562 Final | Schoeppach
HELPLESSNESS
OSTRAZCIATION
BETRAYL
STRESS (ACUTE/ONSET)
SUSPICION
displays odd behavior due to
confusion
present, possibly under the
influence of illegal
substances when crisis occurs
Unwilling or unable to care
for the self, unable to identify
safe area, unwilling to take
direction and fails to follow
through, may appear
somewhat confused or
lethargic
Fear may underscore inability
to act/react in a crisis, prior
diagnosis that identifies
maladaptive behavior,
possible cognitive deficit,
may not recognize degree of
crisis
Fails to communicate with
case manager, fails to align
with group when placed,
feels left behind and may
become symptomatic
Case manager unable to
locate client during crisis,
client unwilling to participate
due to not understanding
degree of crisis and disagrees
with crisis plan
Becomes private and
unwilling to self-report, may
isolate the self, possibly
refuse medications due to
distrust (related to being
symptomatic), possibly try to
discontinue services with
LWC, may try to change case
managers
Client may believe case
manager has shared private
information, delusions,
misunderstanding directions
during a crisis – placing
blame on case manager for
failure to understand crisis
situation
Possible outbursts of anger,
projection towards case
manager, changes in appetite
and sleep patterns, potential
dermatitis, increase of all
psychiatric symptoms
Failure to trust case
manager, failure to
understand crisis, unable to
react due to racing thoughts,
may appear ‘emotionally
frozen’
Unwilling to share
information with case
manager, increased
delusions, fear of discipline,
physically protective of the
self (body language)
Feeling mislead by case
manager, unable to follow
directions due to severe
delusions, failure to trust any
authority during a crisis, may
be considered an elopement
risk
20 | P a g e
CCP COM562 Final | Schoeppach
CRISIS MESSAGING
LAKE WHATCOM TREATMENT CENTER (LWC)
LWC attempts to refrain from participating in any form of social media due to HIPAA Laws.
However, in The event of a crisis, LWC understands the public will be eager to obtain
information to better understand the situation at hand. An appointed crisis communications
manager (CCM) will create appropriate news releases for television, radio, and newspaper
representatives, social media announcements and updates, notify school districts within close
proximity, and notify immediate stakeholders as deemed necessary. All parties notified will be
informed of the type of crisis and location being dealt with, estimated timeline to establish
order, where to obtain information/updates, and provide directions to remain safe during the
crisis.
CRISIS COMMUNICATION STEPS:
LAKE WHATCOM TREATMENT CENTER (LWC)
IDENTIFY DEPARTMENT
CONTACT SUPERVISOR
EMPLOYEE CELL PHONE
MASS TEXT TO ALL CASE MANAGERS
UPDATE TEXTS WITH DIRECTIONS TO
FOLLOW
SEND INTEROFFICE EMAIL
MASS EMAIL TO INFORM OF CRISIS
EMAIL SPECIFICALLY ADDRESSED TO
EXECUTIVE & CO-EX. DIRECTORS
INFORM ALL LOCAL RAIDO & TELEVISION STATIONS
ALL LOCAL RADIO STATIONS FOR
WHATCOM COUNTY
ALL TELEVISION STATIONS THAT INFORM
WHATCOM COUNTY
MONITOR SOCIAL MEDIA
FACEBOOK, TWITTER, GOOGLE ALERTS
LOCAL NEWS ALERTS (E.G. B'HAM HERALD)
21 | P a g e
CCP COM562 Final | Schoeppach
LAKE WHATCOM RESIDENTIAL & TREATMENT CENTER:
Although LWC refrains from placing crisis information on the main website, we encourage
people to access the website to search the staff directory. Please log onto: http://lwrtc.org/,
and click on Staff Directory. There is also an alphabetical staff list provided in the appendix of
this LWC CCP document.
SOCIAL MEDIA:
LWC does not participate in social media channels, but understands members of the
community and some stakeholders do. LWC is unable to control all statements that
immediately enter the social media sphere. Thus, LWC will communicate with news media to
properly inform them of a crisis, but will refrain from encouraging the public or stakeholders to
use social media as a reliable form of communication.
RADIO & TELEVISION:
Efforts to honor HIPAA Laws will always be the CCM’s main goal. Messages to inform the public
of a crisis will be approved and channels to secure assistance (if necessary) will be presented,
and repeated as necessary. The information provided could possibly cause a business or
organization to close as a safety precaution, and information would be provided as the details
of the crisis and actions to resolve it have been identified. *If a school or major business had to
be shut down, representatives of local radio stations would be notified first, followed by
television stations in Seattle that broadcast to members of Whatcom County.
CELL PHONE:
Mass texts will be sent out to all staff-members with basic information, followed by a series of
instructions. Updates regarding need to evacuate, lock-down, proceed to another location, or
personal safety information will be provided. A final text of “ALL CLEAR” will be sent if a crisis
has been dissolved and there is no sign of immediate threat. *LWC will never inform anyone
outside of the agency by text.
22 | P a g e
CCP COM562 Final | Schoeppach
MEDIA CONTACTS FOR LWC CRISIS
Organization
Bellingham
Herald
Media Type
Contact
Name
Email
Newspaper/Online Karen
karen.gebhardt@bellinghamherald.com
Gebhardt
Phone
360.715.2223
Cascadia
Weekly
Newspaper
Main
Editor
http://cascadiaweekly.com
360.647.8200
Bellingham
Business
Journal
Newspaper
Main
Editor
http://www.bbjtoday.com
360.647.8805
The Echo
Newspaper
Main
Editor
http://echoads.com
360.647.7741
Ferndale
Record
Journal
Newspaper
Main
Editor
http://bellinghamhighland.org
Lynden
Tribune
Newspaper
Main
Editor
http://www.lyndentribune.com
Windmill
Herald
(Lynden,
WA)
Newspaper
Main
Editor
N/A
800.881.0705
Fox Q-13
News
Television Station
w/News
Department
Main
Editor
tips@13fox.com
206.674.1305
KOMO News
Television Station
w/News
Department
Main
Editor
tips@komo4news.com
206.404.4145
KIRO News
Television Station
w/News
Department
Main
Editor
newstips@kirotv.com
206.728.7777
360.384.4560
http://ferndalerecord.com
360.354.4444
23 | P a g e
CCP COM562 Final | Schoeppach
KING News
Television Station
w/News
Department
Denise
Guerrero
newstips@king5.com
206.448.5555
NWCN
Television Station
w/News
Department
Main
Editor
newstips@nwcn.com
206.448.3600
KGMI News
Radio
Local Radio Station
w/News
Department
Main
Editor
kgmi@kgmi.com
360.733.4564
KISM Local
Radio
Local Radio Station
that reports local
news
Main
Editor
kism@kism.com
360.734.9790
KUGS Radio
Local Radio Station
w/News
Department
Station
Manager
http://as.wwu.edu/contact/
360.650.5847
KPUG Radio
Local Radio Station
w/News
Department
Station
Manager
thezone@kpug1170.com
360.734.1170
KBAI Radio
Local Radio Station
Don
Kurtis
N/A
360.734.9790
KAFE Radio
Local Radio Station
that reports local
news
Don
Kurtis
N/A
360.734.9790
24 | P a g e
CCP COM562 Final | Schoeppach
PRESS RELEASES
In the event of a crisis that requires Lake Whatcom Treatment Center to release a statement to
the press, the following guidelines should be followed:
1) Provide the important details of the initial incident first:
a. Who?
b. What?
c. When?
d. Where?
e. Why?
f. How?
2) Provide important details that will help provide directions/provide advice for safety
(etc…):
a. Contact information for the public to access (if applicable)
b. Direct people to find/maintain safety
c. Introduce any new information without divulging major details
d. Inform the public that information will be passed on as it is discovered (timely
updates)
3) General information that will support the information provided above:
a. Additional contact information
b. Supporting agencies
c. How LWC will plan to avoid similar incidents in the future
*If the press release is in the form of a written statement, LWC will provide said statement on
an appropriate letterhead. All final statements must be approved by both the Executive
Director, Mike Watson, and the elected spokesperson may provide feedback as necessary.
However, Mike Watson will remain the main contact unless he states otherwise.
Spokesperson:
A spokesperson may be selected to be the liaison between the Executive Director, Mike Watson
and all media. However, even though the spokesperson has been set in place, the appointed
official is not allowed to make any decisions related to a LWC crisis. Instead, the spokesperson
will help represent LWC and support the executive director. If the executive director has
appointed the spokesperson to speak on his behalf, all statements will be approved by the
executive director in a timely fashion before they are released to the spokesperson.
25 | P a g e
CCP COM562 Final | Schoeppach
PRESS EXAMPLE
CONTACT: Mike Watson, Executive Director, LWC
609 N. Shore Dr. Bellingham, WA 98226
PHONE:
360.676.6000/360.398.5051
EMAIL:
mike.watson@lwc.org
DATE:
MAIN HEADLINE
SUBTEXT
PARAGRAPH 1: State the date and location of the incident, provide contact information for
both, and include the 5 W’s
PARAGRAPH 2: Include any and all useful quotes from all parties included in the crisis. List
secondary information related to the 5 W’s.
PARAGRAPH 3: Include supporting information to assist the details presented in paragraph 2.
PARAGRAPH 4: Provide a respectful closing statement, offer to provide updates and further
instructions as they come, list any and all contact information/websites, and explain LWC’s
intentions to fix the situation.
FINAL STATEMENT: Provide all appropriate contact information to provide additional support
to the public/media, and reassure the public that the situation is being handled in a swift, yet
appropriate and respectful manner.
26 | P a g e
CCP COM562 Final | Schoeppach
CONTENT EXAMPLES FOR PRESS RELEASE
Paragraph 1: Today, May 7th, at approximately 4pm, an individual attempted to leave a note at
a local gas station indicating he was going to rob the cashier. The client left the area shortly
after giving the note to the cashier. Law enforcement was able to take the suspect into custody
approximately 1.5 miles away from the gas station.
Lake Whatcom is aware of this incident and will be keeping in close contact with law
enforcement. At this time, there is no sign of immediate danger. Lake Whatcom will continue to
monitor the situation and provide updates as necessary.
Paragraph 2: Law enforcement states “The suspect appeared to be decompensated and did not
fight us when we took him into custody.” LWC recognizes the importance of keeping the public
informed and safe. According to the information received thus far, the suspect is in custody and
all surrounding areas near the gas station have been deemed ‘safe and secure.’
Paragraph 3: Although LWC cannot reveal personal information regarding the suspect in
question, LWC is able to provide suggestions for the public to stay safe, how LWC plans to
monitor the situation, and update the public accordingly while still adhering to HIPAA Laws.
Paragraph 4: LWC would like to take a moment to thank all local law enforcement officers that
assisted with the situation. LWC would also like to thank the public for understanding our
position to protect the client’s privacy. The Social Media Manager, Marisa Schoeppach will
continue to monitor all social media and offer statements when deemed necessary. Mike
Watson, the Executive Director will continue to work with law enforcement and the social media
manager to ensure our client’s identity is protected while informing the public accordingly.
Final Statement: LWC wants to continue to support the community during this challenging time.
Should you have any questions or concerns, you may contact Mike Watson, or Marisa
Schoeppach at the information provided below. If you are a family member of a current client,
please contact the appropriate department to speak with a case manager.
Executive Director: Mike Watson (360) 398.5051
Social Media Manager/Case Manager for PACT: Marisa Schoeppach (360) 676.6000 x3
27 | P a g e
CCP COM562 Final | Schoeppach
CRISIS SOCIAL MEDIA PLAN FOR LWC
Lake Whatcom Treatment Center (LWC) usually refrains from using social media to connect
with the public regarding current situations/crises/updates. However, LWC recognizes that
members of the public will access social media to research an incident and share details with
family and friends. Since LWC’s social media is based on sharing resources, a document to help
control social media in the event of a crisis has been set in place to support LWC’s ability to
honor HIPAA laws, protect the public, and maintain order within the social media sphere.
LWC’s main mission when dealing with a crisis includes the following:








Monitor all social media channels to discover press releases, law enforcement reports,
or any other pertinent posts related to the crisis
If pictures are posted, or any personal information is released about the client, the
social media manager will report all posts, and ask to have them removed from all social
media websites
Seek out details that may have been missed when the crisis initially occurred, or any
developing details as the crisis evolves
Monitor the accuracy of all posts discovered, and report all details to the social media
manager and Mike Watson. If Mike Watson is not available, Co-CEO Jennifer “Jenny”
Billings will act on behalf of Mike Watson.
Contact external resources to help monitor and in some cases, secure the crisis situation
Offer correct information to reporting agencies (e.g. Bellingham Herald) via private
written statement, or phone conversation while remaining ethical
Protect the client at all times and monitor all information to ensure names and other
personal information have not been released to the public
Inform and direct the public to news resources and local resources to remain safe (if
applicable)
Lake Whatcom Treatment Center wants to create a safe environment for the clients and the
community. The social media manager will monitor all social media websites, and provide
simple explanations to all news agencies requesting details. All information discovered will be
carefully examined to determine the validity of each statement. All rumors will be corrected by
the social media manager. She/he may appoint someone to contact the different news
channels/newspapers and speak with someone to offer correct facts.
If a message has been approved to launch on social media websites, the messages will be short
and concise. All messages will keep the client’s information confidential, and additional contact
information may be listed (e.g. local law enforcement non-emergency line). After each message
is created, the social media manager will determine where the message needs to be posted. For
example, if there is a lack of activity on Twitter, the social media manager may only need to
28 | P a g e
CCP COM562 Final | Schoeppach
post a message on Facebook. An acceptable hashtag will be attached to any important message
launched on social media. The acceptable hashtag chosen is: #LWC. The hashtag will remain the
same regardless of the type of crisis identified.
29 | P a g e
CCP COM562 Final | Schoeppach
STAFF DIRECTORY
Al-Tamimi, Noor, Case Manager, (360) 398-5021
Anderson-Brown, Danyel, Alabama House CNA, (360) 398-5302
Baxter, Byron, Housekeeping Assistant, (360) 676-6000
Beam, Wendy, Housekeeping, (360) 398-5028
Belcaster, Angela, ARNP, (360) 676-6000
Benson, Lisa, Office Assistant/Facilities Floater, (360) 398-5070
Billings, Jenny, CEO, (360) 398-5017
Night Staff, (360) 398-5031
Bowers, Kay, Case Manager, (360) 398-5043
Bracht, Erik, Admissions & Outpatient Therapist, (360) 398-5044
Brown, Thomas, PACT MHP, (360) 398-5058
Burbidge, Kay, QM/HR Program Director, (360) 398-5052
Carnell, Jaime, Program Assistant, (360) 398-5005
Caudle, Jennifer, PACT Nurse, (360) 398-5010
Chandler, Mel, MD (360) 676-6000
Cleary, Ashley, (360) 398-5302
Cook, Rebecca, Rehab Specialist, (360) 398-5019
Courney, Shannon, IOP Rehab Specialist, (360) 398-5001
Craig, Emily, Intensive Services Supervisor, (360) 398-5301
Crook, Naomi, Admissions & OP Case Manager, (360) 398-5045
Courney, Shannon, IOP Rehab Specialist, (360) 398-5001
Cuellar, Donna, Housekeeper, (360) 398-5034
30 | P a g e
CCP COM562 Final | Schoeppach
Dodgson, Ethan, Janitorial Crew Leader, (360) 398-5053
Doyle, Jeff, Employment Services Specialist, (360) 398-5047
Dudley, Rick, Administrative Consultant, (360) 398-5035
Farr, Sierra, PACT Team Leader(360) 398-5002
Fowler, Colby , Cook, (360) 398-5028
Gallegos, Marta, LPN, (360) 398-5048
Galley, Ron, Cook, (360) 676-6000
Galley, Barb, Housekeeper, (360) 676-6000
Hamilton, Mallory, IOP Case Manager, (360) 398-5309
Hardin, Ricardo, Janitorial Crew Leader, (360) 398-5054
Healy, Julia, Residential LPN (360) 398-5027
Hebert, Megan, Peer Specialist, (360) 398-5008
Iraheta, Gabriel, Medical LPN, (360) 398-5056
Johnston, Jaymie, Admissions & OP Case Manager, (360) 398-5042)
Jones, Judith "Judy", Q/HR Specialist, (360) 676-6000
King, Carolyn, Alabama House Cook, (360) 398-5033
Kraft, Stephanie, Residential Case manager, (360) 398-5024
Lametterey, Janine "Nina", IOP Case Manager, (360) 398-5003
Leveck, Emily, Alabama House CNA, (360) 398-5302
Luden, Diane, Case Manager, (360) 398-5024
Lund, Rodney, Assistant Maintenance, (360) 398-5016
Lyons, Toni, Boarding Home Clinical Supervisor, (360) 398-5026
Mahaffey, Dan, Clinician, (360) 398-5007
Malcolm, Matt, IOP Case Manager, (360) 398-5002
McMeel, Ed, Employment Services Specialist, (360) 398-5046
31 | P a g e
CCP COM562 Final | Schoeppach
Moore, Hannah, Employment Services Coordinator, (360) 398-5047
Moore, Lynn, Case Manager, (360) 398-5023
Mootz, Jeremy, Case Manager, (360) 398-5022
Nielsen, Scott, Alabama House CNA, (360) 398-5302
Olmsted, Tom, PACT RN, (360) 398-5009
Pense, Monica, Alabama House CNA (360) 398-5302
Peura, Tannis, Housing/Payee Specialist (360) 398-5000
Pigott, Brian, Case Manager, (360) 398-5040
Pulphus, Fred, PACT MHP CD Specialist, (360) 398-5012
Ramos, Victoria, Alabama House HHA, (360) 398-5302
Reynolds, Jaclyn, Clinical Aide, (360) 398-5018
Reynolds, Jessica, Case Manager, (360) 398-5306
Rogers, Lindsey, Case Manager, (360) 398-5002
Schoeppach, Marisa, PACT Clinician (360) 676-6000
Sisco, Tabatha, CNA (360) (360) 398-5302
Smith, Mathew, Nigh Staff (360) 399-5029
Smith, Ron "Doc", Maintenance, (360) 676-6000
Smith, Shane, OP Case Manager, (360) 398-5305
Spain, Mike, Apartment Maintenance, (360) 676-6000
Stender, Nellie, Case Manager, (360) 398-5025
Sullivan, Michael, Case Manager, (360) 398-5041
Takashima, Craig, Night Staff, (360) 398-5030
Terry, Mary, Transcriptionist, (360) 398-5036
Thomas, Tawna, Clinical Supervisor, (360) 398-5014
32 | P a g e
CCP COM562 Final | Schoeppach
Watkins, Andrea, Clinician, (360) 398-5013
Watson, Mike, CEO, (360) 398-5051
Worrell, Jana, Cook, (360) 398-5032
Young, Karen, MD, Psychiatrist, (360) 398-5015
Zapien, Darcey, Office Assistant, (360) 398-5020
Zapien,Stephanie, Administrative Supervisor, (360) 398-5038
33 | P a g e